The District Municipality of Muskoka. Corporate & Emergency Services Committee. Meeting CES Minutes

Transcription

1 The District Municipality of Muskoka Corporate & Emergency Services Committee Meeting CES Minutes Place: Time: Council Chamber, District Administration Building 1:00 p.m. Date: May 18, 2017 Present: Committee Vice-Chair G. Smith; District Chair J. Klinck; Members L. Braid, D. Furniss, B. Young Absent: Officials Present: Others Present: Call to Order Committee Chair S. Aitchison; Member P. Donaldson M. Duben, Chief Administrative Officer; J. Stevens, Commissioner of Finance & Corporate Services; J. Clow, District Solicitor; D. Crowder, District Clerk S. Donald, Director of Budgets and Financial Planning; J. McWilliam, Chief, Paramedic Services and Emergency Planning; J. Yeo, Manager, Facilities Services; J. Lenze, Manager, Court Administration; M. Misko, Director, Continuous Improvement Unit; R. Francis, Manager, Continuous Improvement Unit; K. Mackenzie, Commander, Paramedic Services; C. Faber, Director, Programs; S. Beausoleil, Manager, Homelessness; M. Ross, Communications Officer; J. Binkley, Administrative Assistant Committee Vice-Chair G. Smith called the meeting to order at 1:17 p.m. Declaration of Pecuniary Interests None were declared. Oral Presentations (Deputations/Delegations) a) Development Charges David Grand, Founder & CEO, Muskoka Medical Marijuana Company Moved by L. Braid and seconded by D. Furniss P36/2017-CES THAT the request from David Grand for leave to make a delegation/deputation with respect to Development Charges be granted. Carried.

2 Mr. Grand provided background on the commitment he has personally and financially made to get to this stage; the number of local businesses and services that he has utilized contributing to the local economy; support he has received from the Town of Bracebridge; and the number of people that he intends to employ in the future. In answer to a question of Committee, he advised that his intent is to provide product for medicinal purposes to start and intends to move into the recreational side once legalized in Canada. Committee Vice-Chair G. Smith, by way of verbal motion, moved by L. Braid and seconded by B. Young, directed staff to report back with further information on development charges for the Muskoka Medical Marijuana Company Ltd. Paramedic Services and Emergency Planning a) Community Paramedicine Report CES Chief McWilliam provided an overview of the program and introduced to Committee, Kayella Mackenzie, Commander, Paramedic Services. Moved by J. Klinck and seconded by D. Furniss R37/2017-CES Provincial Offences Office THAT the Chief Administrative Officer be authorized to enter into agreements with necessary health care partners associated with the Muskoka Paramedic Services Community Paramedicine (CP) Program; AND THAT the Chief, Paramedic Services and Emergency Planning be authorized to submit funding requests and implement plans for the Community Paramedicine (CP) Program within the District Municipality of Muskoka when funding is confirmed. Carried. a) Provincial Offences Year End Update and Bill 31 Report CES This report was provided for information. Facilities Services a) Electricity Rates Report CES

3 Mr. Yeo advised that of the District s 232 active electricity accounts, 22 are billed on spot market electricity rates and represented 72% of total electricity consumption in These accounts are primarily water and wastewater treatment facilities, The Pines, the Administration Building and large housing apartments. 168 accounts are billed on timeof-use electricity rates representing 27% of the total consumption in 2016 which are mainly lower demand housing accounts, paramedic stations and water and wastewater pump stations. The remaining 42 accounts represent only 1% of the total consumption in 2016 and are billed at unmetered scattered electricity rates and are related primarily to traffic control. Mr. Yeo also advised that staff have begun work on the energy efficiency audit included in the 2017 tax supported capital budget looking for opportunities to reduce overall electricity costs and that a report on the results of this audit will come back to Committee later this year. Administration a) Corporate Fuel Strategy Report CES Moved by D. Furniss and seconded by L. Braid R38/2017-CES b) Muskoka Mentorship Program Report CES THAT staff be directed to prepare and advertise a tender to establish a vendor of record for the supply of unleaded gasoline to determine the feasibility of replacing retail fuel purchases with a wholesale purchasing model; AND THAT the tender documents also provide for the establishment of a vendor of record for operational dyed-diesel requirements at District facilities. Carried. This report is provided for information. Budgets and Financial Planning a) Capital Project Quarterly Variance Report March 31, 2017 Report CES Moved by B. Young and seconded by D. Furniss R39/2017-CES THAT the recommendations related to the individual Tax Supported Capital Budget projects, as summarized in Schedule A to Report CES , be adopted:

4 Carried. b) Capital Project Quarterly Variance Report Corporate Summary - March 31, 2017 Report CES Moved by D. Furniss and seconded by L. Braid R40/2017-CES THAT the Capital Project Quarterly Variance Report Corporate Summary March 31, 2017, as summarized in Schedule A to Report CES , be received. Carried. c) Corporate and Emergency Services Department Operating Budget Variance Report March 31, 2017 Report CES Moved by L. Braid and seconded by D. Furniss R41/2017-CES THAT the Corporate and Emergency Services Department Operating Budget Variance Report as at March 31, 2017 be received. Carried. d) Corporate and Emergency Services Department Rate Supported Operating Budget Variance Report March 31, 2017 Report CES Moved by J. Klinck and seconded by D. Furniss R42/2017-CES THAT the Corporate and Emergency Services Rate Supported Operating Budget Variance Report as at March 31, 2017 be received. Carried. e) 2018 Budget Guidelines for the General Tax Supported and Rate Supported Budgets Report CES

5 Water and Wastewater Urban Service Area Levies Moved by D. Furniss and seconded by B. Young R43/2017-CES THAT the budget guideline for 2018 for the water and wastewater urban service area levies and user fees be set at 3.8%. Solid Waste Management Net Levy Carried. In answer to a question regarding the cost of $200/tonne to dispose of solid waste in light of the modifications to the Rosewarne site; Ms. Stevens advised that that site had not been reviewed individually and that the assumption of $200/tonne was based on the cost of waste disposal across all of Muskoka; however, the costs for Rosewarne could be reported back to Committee at a future meeting. Ms. Stevens added that the 1.6% increase for the solid waste budget included savings due to the new bin contract. In addition, commercial and industrial tipping fees will be increased in accordance with the three year phase-in introduced last year. Moved by D. Furniss and seconded by L. Braid R44/2017-CES THAT the budget guideline for 2018 for the solid waste management net levy be set at 1.6%. Tax Supported Operating Net Levy Carried. Committee Vice-Chair G. Smith read the main motion as follows: Moved by D. Furniss and seconded by L. Braid R45/2017-CES THAT the budget guideline for 2018 for the tax supported operating net levy be set at 3.9%. Ms. Stevens suggested that if it was Committee s desire, the increase in policing could be phased in over another three year period and that would bring down the levy increase accordingly. She added that of the proposed 3.9% increase in the levy, 1.2% is for policing costs. In answer to a question regarding a lower achievable net levy increase, Mr. Duben advised that it has been staff s practice to look at service levels and find additional savings in order to come in under the proposed budget guideline. An amendment was proposed to reduce the net levy increase from 3.9% to 3.0% and the following amendment was introduced and passed:

6 Moved by B. Young and seconded by L. Braid R46/2017-CES THAT motion R45/2017-CES setting the 2018 budget guideline for the tax supported operating net levy be amended by deleting the figure 3.9% and substituting with the figure 3.0% therefor. Carried. Committee Vice-Chair G. Smith introduced the main motion as amended and it carried: Moved by D. Furniss and seconded by L. Braid R45/2017-CES THAT the budget guideline for 2018 for the tax supported operating net levy be set at 3.0%. Carried. Councillor Furniss commended staff on being very good at bringing forward respectable budgets for the past three years and being frugal with taxpayers dollars. Ms. Stevens concluded saying that the OPP billing statement is due in September; therefore she would bring forward a report in October to make any final changes to the tax supported budget based on actual policing costs. f) 2018 Budget Timetable for the General Tax Supported and Rate Supported Budgets Report CES Moved by L. Braid and seconded by D. Furniss R47/2017-CES THAT the 2018 Budget Timetable for the General Tax Supported and Rate Supported Capital and Operating Budgets as attached to this resolution, be approved. Carried. Adjournment Moved by B. Young and seconded by D. Furniss P48/2017-CES THAT the Corporate and Emergency Services Committee adjourns to meet again on Thursday, June 22, 2017 at 1:00 p.m. or at the call of the Chair. The meeting adjourned at 2:35 p.m. Carried. District Clerk

7 70 PINE STREET, BRACEBRIDGE, ONTARIO P1L 1N3 Telephone (705) / Fax (705) / (705 area code) To: From: Chair and Members Corporate and Emergency Services Committee Joanne Lenze Manager, Court Administration Date: May 18, 2017 Subject: Provincial Offences Year End Update and Bill 31 Report: CES Recommendation This report is provided for information. Origin To provide the Corporate and Emergency Services Committee with an update of the Provincial Offences Act (POA) Program performance highlights for Analysis Between 1999 and 2002, the Attorney General entered into 52 Transfer Agreements with Municipalities. The Transfer Agreements created partnerships with the Ministry of the Attorney General to improve service delivery of local justice matters to the public. The Municipal partners assumed responsibility of the Provincial Offences Act Courts; however, this function remains part of the Ontario Court of Justice. Province-wide charge volumes have generally been lower over the past few years and experienced a further reduction over last year of -2.9%. However, Muskoka experienced an increase of 21% as illustrated in the following chart. Muskoka has seen an increase in volumes due to an emphasis on enforcement in the District across all enforcement agencies. The District continues to focus on the administration of justice function. Despite increasing pressures as a result of the increased volumes, POA continues to look for efficiencies in service delivery. The District administers three types of infractions under the Provincial Offences Act of Ontario: Part 1 Infractions result in a Certificate of Offence (ticket) and have a set fine associated with them (e.g. infractions under the Highway Traffic Act, such as speeding tickets); Part 2 Parking Infractions; and Managing Our Legacy Together Page 1

8 Part 3 Infractions that involve a summons to court. They are more serious offences without a set fine and can involve incarceration. Staff has identified several categories for reporting volumes and trends in the administration of the Court Services Program: Charge volume per year Court appearances by year Facility requirements per year Number of Trials requested Defaulted fines receivables Charge Volume Analysis In 2016, Muskoka experienced an overall charge volume increase of 21%. Charge Volume 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2, Part ,074 1,016 1,117 1,030 1,148 1, Part , Part 1 13,696 14,869 14,716 14,325 15,487 15,252 14,386 10,944 9,478 8,316 9,701 11,673 Court Appearance As indicated below, Muskoka experienced an increase of 27% in the number of court appearances in The number of court days available was reduced by 9 days as a result of a lack of judicial resources. As a result, more matters were heard each day to ensure the charges were before the court in a timely manner. 12,000 10,000 8,000 6,000 4,000 2,000 0 Summary of Court Appearances Part 3 3,030 3,026 2,900 3, ,382 2,056 Part 1 7,455 7,501 7,711 5, ,053 3,791 4,526 Part 3 Part 1 Page 2

9 140 Summary of Court Days Number of Days Number of Trials Requested The chart below provides the number of defendants requesting a trial or an opportunity to discuss resolution with the prosecutor on a Part 1 offence (ticket). Muskoka trial volume for Part 1 offences in 2016 was 1,535 or 13% of the total Part 1 charge volume. In addition to Part 1 trial requests, 960 first appearances occurred for Part 3 complex charges. Implementation and utilization of the Early Resolution process facilitates the resolution of charges without the need for a trial but requires the Court s endorsement. The use of the Early Resolution Process assists in freeing up available trial time for those matters that cannot be resolved. Year DISTRICT OF MUSKOKA - PROVINCIAL OFFENCES OFFICE ONTARIO COURT OF JUSTICE Trial Request (charges disputed) # of Tickets Disputed % of Total Charges Filed # of Charges Scheduled for Early Resolution Charges Completed at Early Resolution Charges Going to Trial Part 3 Charge Volume ,731 20% 2,200 1,447 1, ,836 19% 1,900 1,096 1, ,824 19% 2,365 1,498 1, ,562 18% 1,620 1,199 1,363 1, ,565 17% 1,415 1,025 1,540 1, ,576 17% 1,460 1,202 1,374 1, ,445 17% 1,935 1, , ,819 17% 1, ,055 1, ,465 15% 1, , ,037 12% ,033 12% ,535 13% , Page 3

10 2017 Court Objectives and On-going Projects POA Best Practices Committee In 2016, the District formed a POA Best Practice Committee comprised of the Senior Regional Justice of the Peace, the Administrative Justice of the Peace, Head of Part 1 Prosecution, Provincial Prosecutor and the Court Manager. Through this Committee process, Muskoka has implemented or modified the following in order to increase efficiencies: Enhancements made to the Early Resolution process; Implement the use of Judicial Pretrials which assist in resolution or narrowing of issues for trial (both in person and via teleconferencing); Streamlined the scheduling and adjournments process; and Established a local POA user group of justice stakeholders to ensure effective communication amongst the various groups. These goals are in line with the report and direction provided to Court Administrators by the POA Table in Moving forward, the Best Practice Committee continues to look for efficiencies, looking at efficiencies obtained in other areas of central east with a view to implement in Muskoka. In total, the Best Practices Committee report to the POA Table included 24 recommendations. Locally we will be focusing on: Utilizing court time effectively. Improving the public s access to justice. Establishing a formal process for Part 3 judicial pretrials. Implementing electronic methods for court appearances District Legislative Services Initiatives Remote interpretation and video conferencing. With support from courts administration, Prosecution will be implementing the Court Administration Management System (CAMS) Prosecution module. The CAMS software was developed in 2006 by the Region of Niagara specifically for municipalities to integrate court functions and increase reporting capability. Prosecution is the final module to be developed and will increase efficiencies for prosecution file management and improve coordination amongst stakeholder groups. The CAMS module gives priority to electronic communication and storage protocols. Certain CAMS modules have been utilized in Muskoka since The program is currently being used to varying degrees by 42 of the 50 municipally administered courts in the Province. Develop a Court Master Plan for the coming years to assist with pressures from increasing caseload and the current shortage of Justices of the Peace in the Province in cost effective manner for Muskoka. Bill 31 Making Ontario s Roads Safer Act In June 2015, Bill 31, the Transportation Statute Law Amendment Act (Making Ontario s Roads Safer) passed. Passage of this Bill increased the ability of municipalities to collect unpaid and defaulted fines through the expansion of the plate denial program. Since 2015, collaboration and Page 4

11 extensive infrastructure improvements have occurred and the anticipated expansion of the plate denial remedy to certain unpaid POA fines, commenced on May 1, The plate denial program provides several enhancements to court administration and the enforcement of court orders: Plate denial will include defaulted driver POA and Criminal Code of Canada fines. Service Ontario will accept fine payments online or in person. This will eliminate the current 3 to 5 day wait for driver licence reinstatement. Plate denials will be retroactive to include all driver fines with a conviction of May 1, 2010 to present. It is anticipated that the District will experience an increase in the collection of outstanding fines as a result of these measures over the coming years. The 2017 budget includes an allocation of 700,000 as a contribution to reserves for repayment of the POA facility on the basis of these anticipated increased collections. If the new measures have the anticipated result, the District could see increased collections of approximately $4.2 million in unpaid and defaulted fines which represent the amount collectable under these new measures. Collection is anticipated to occur over the next 2 to 3 years as plate renewals come due. Judicial Resources Since 2015, there has been an increasing shortfall of available judicial resources Province-wide. The assignment of Justices of the Peace to our Provincial Offences operations is the responsibility of the Province which is mandated to provide this resource in a satisfactory manner through our Memorandum of Understanding (MOU) with the Province. Muskoka has been required to provide modified service delivery. Under this model of delivery, the intake court function has been integrated into the regular court schedule, rather than operating as a separate, standalone process. Accordingly, a modified court master plan was developed in 2017 to assist in accommodating the current shortage in Judicial Resources. In 2016 Muskoka experienced 6 court cancellations with short notice. Jurisdiction of the charges is not lost under such circumstances, as section 49.5 of the Act grants authority to the Court Clerk to adjourn affected matters to a future date. The lack of judicial resources has had an impact on service delivery as a result of these adjournments. To date, in 2017 Muskoka has been notified of a lack of judicial resources 3 times resulting in court cancellations on those days, and 13 court cancellations due to unanticipated restrictions in the court master plan. The Office of the Senior Regional Justice of the Peace has advised that the judicial complement for the central east region will be increased by 8 appointments. These appointments will occur in the next few months; however, training will take approximately 6 months. At present, it is anticipated that following the training period a Justice of the Peace will be permanently appointed to Muskoka. Provincial Offences Act (POA) Table POA Cost Review Working Group In response to the concerns raised by Municipal partners regarding the increase in costs (effective January 2016) for adjudication, provincial prosecution and monitoring, the Ministry formed a working group under the POA Table to conduct a review. The mandate of this working group is to review Ontario Regulation 945 which regulates court costs. The review was completed December 2016 and a report was submitted to the POA Table for consideration. The report recommends measures to align fees authorized under Ontario Regulation 945 with actual costs, and allow for annual increases of fees. The District benefits from membership on this committee as we can bring forward cost concerns for smaller municipalities in the Province. Page 5

12 Municipal Court Managers Association (MCMA) Statistics Committee The MCMA, in compliance with the Ministry of the Attorney General, release of information protocols, is tasked with creating a province-wide courts administration report for municipally administered courts that will assist municipalities in determining: Operational trends; Revenue trends; Areas for potential review by municipalities, such as, review costs and improve service delivery; If new Ministry initiatives (such as the ERP) cost more to deliver and if those costs are being recovered; If the MCMA should consider making a request for increased fines/costs, change in process, etc.; and Other base operational data. A preliminary report will be issued in May of At this time Muskoka will explore results to look for efficiencies and investigate cost effective ways for service delivery. Financial Considerations As of December 31, 2016, the District receivable was $9 million ($9.7 million as of December 31, 2015). Although collection of unpaid fines has improved for some time, it is anticipated that the measures implemented May 1, 2017 will provide a significant increase in collections. Staff continues to develop in-house collection strategies, utilizing all available legislated collection tools available, as well as retaining two collection agencies to collect defaulted provincial offences fines. In total $112,446 ($182,583 in 2015) was collected by the external agencies in It is noted that a reduction in collection agency transactions occurred in 2016 as a result of the transition to new collection agencies. Communications The Provincial Offences Year End Update is submitted to the Corporate and Emergency Services Committee and Council annually. Strategic Priorities Click on icons below to view strategies under each priority area: s 2.2, 2.3, 2.4 Respectfully submitted, Original signed by Joanne Lenze, CMM III Court Executive Manager, Court Administration Original signed by Jamie Clow, B.A. LL.B. District Solicitor Page 6

13 70 PINE STREET, BRACEBRIDGE, ONTARIO P1L 1N3 Telephone (705) / Fax (705) / (705 area code) To: From: Chair and Members Corporate and Emergency Services Committee Jeff McWilliam Chief, Paramedic Services and Emergency Planning Date: May 18, 2017 Subject: Community Paramedicine Report: CES Recommendation THAT the Chief Administrative Officer be authorized to enter into agreements with necessary health care partners associated with the Muskoka Paramedic Services Community Paramedicine (CP) Program; AND THAT the Chief, Paramedic Services and Emergency Planning be authorized to submit funding requests and implement plans for the Community Paramedicine (CP) Program within the District Municipality of Muskoka when funding is confirmed. Origin With our diverse geography, influx of tourism and seasonal population increases, Muskoka requires a proactive Paramedic Service that can partner with stakeholders in an effort to account for increasing health care demands and build off the great services, programs and transformation efforts currently underway in Muskoka (e.g. Muskoka Community Health Hubs, including the Mobile Health Hub, Care Navigation with Muskoka Health Link and the Muskoka and Area Health System Transformation (MAHST) project). Muskoka Paramedic Services (MPS) is uniquely positioned to be able to provide services to permanent and seasonal residents through programs such as Community Referrals in collaboration with Muskoka Health Link, Community Wellness Clinics in partnership with our community agencies, and an MPS Home Visit program. These locally-designed programs will meet local needs, while matching local capabilities and operate under a newly created Community Paramedicine branch of MPS. A CP Program is a non-emergency, community-based service with a focus on health promotion, system navigation and injury prevention. CP is an innovative approach to the delivery of health care services by paramedics that allows them to use their training and expertise in communitybased, non-emergency care roles. Managing Our Legacy Together Page 1

14 In 2014 the Ministry of Health and Long-Term Care (MOHLTC) provided funding for CP program pilots for selected Paramedic Services. This was an application process based on business case submissions. At that time Muskoka was not selected as a pilot site. CP programs have been successfully implemented in Ontario as there are a number of programs currently in operation. This year the MOHLTC is expanding the funding of CP programs across the province and Muskoka will be the benefactor of a portion of that funding. Through this funding opportunity, MPS plans on implementing a CP program designed to meet the needs of permanent and seasonal residents. Efforts through the CP Program, in collaboration with Muskoka Health Link, would be made to attach individuals with primary care providers, as well as improve care coordination and navigation for those individuals living with complex needs. The CP Program will provide a great impact to these patients by improving and enhancing their access to appropriate primary health care that meets the complexity of their needs. Analysis Many Paramedic Services in Ontario operate a CP Program which has demonstrated a reduction in 911 calls for non-emergency incidents, Emergency Department visits and hospital readmissions and/or length of stay. CP Programs also serve to improve the quality of life of area patients by providing healthcare education and allowing them to receive timely, accessible and individualized health care, often in or close to home. The CP Program would initially include Community Referral from Emergency Medical Services (CREMS), Community Wellness Clinics and Home Visits that provide individualized and accessible primary health care. Our CREMS initiative will enhance the existing Muskoka Health Link referral system through the District. Paramedics, during the course of their daily duties, that recognize a vulnerability with a patient will complete and submit a community referral form outlining the details of the situation. The CP coordinator will work with Muskoka Health Link to ensure the patients receive timely, accessible and individualized care. In partnership with Muskoka Health Link, a standardized community referral and intake tool will be used to develop individualized patient-centered Coordinated Care Plans. Community Wellness Clinics focus on the prevention of cardiovascular disease, diabetes and falls, by providing assessments and health education, linking patients to community resources and reporting results to the patient s family physician. This program will be staffed by paramedics who will receive specialized training. These clinics will complement the existing Muskoka Community Health Hubs, including the Mobile Health Hub initiatives and geographically expand across Muskoka. Our Home Visit program will allow patients to access primary health care through CP s who will have received specialized training. Home Visit services can include blood work draws and analysis, specialized assessments and wellness checks. Since a large part of the program will be outside of operational deployment related to emergency calls, Staff do not anticipate any major delays in response times. Required documentation for referrals would be completed concurrently during transportation or upon destination arrival. This program will operate with the existing amount of staff currently employed with MPS. Specialized training would be provided to all staff for the CREMS program while a selected few paramedics would receive additional training for the Community Wellness Clinic and Home Visit programs. MPS would utilize existing fleet vehicles and have them uniquely identified as CP assigned during Page 2

15 their program times. Additionally, CP Paramedics would have a unique patch on their uniform identifying them as a Community Paramedic. Financial Considerations The North Simcoe Muskoka Local Health Integration Network (NSM LHIN) services the District and a portion of the County of Simcoe. The 2017/18 Community Paramedicine base funding allocation of $294,900 for the NSM LHIN is intended to be distributed between the County of Simcoe Paramedic Services (CSPS) and MPS. CSPS has already been allocated $102,000 leaving $192,900 for consideration. Staff is working on a Health System Improvement Proposal (HSIP) that the County of Simcoe and the District of Muskoka must submit individually or jointly to the NSM LHIN detailing the operational costs to facilitate each service s CP Program. The program is scalable in that the costs associated with the program will be based on the allocated funding provided therefore staff anticipate no impact to the current tax supported budget at this time. Additionally, MPS has applied for a one-time funding amount of $74,129 to cover start-up costs through the NSM LHIN. Start-up costs include items such as Paramedic training, technological/ administration costs, capital equipment purchases and supplies. These funds will ensure a sustainable and coordinated infrastructure to enhance both the quality of life of our permanent and seasonal residents as well as their access to and navigation through the health care system. Communications The CP Program outline has been communicated to the NSM LHIN. Staff have had preliminary discussion with community stakeholders such as Muskoka Health Link, County of Simcoe Paramedic Services and Muskoka Community Services. Moving forward staff will ensure internal collaboration and communication with frontline staff. Further communication and education will be provided to allied agencies, additional stakeholders and the general public as the program evolves. Strategic Priorities Click on icons below to view strategies under each priority area: s 2.2, 2.4, 2.8, 2.9 s 5.1, 5.2, 5.3, 5.4, 5.5, 5.6, 5.9 Respectfully submitted, Original signed by Jeff McWilliam, CMM III Executive Chief, Paramedic Services and Emergency Planning Original signed by Michael Duben, B.A. LL.B. Chief Administrative Officer Page 3

16 70 PINE STREET, BRACEBRIDGE, ONTARIO P1L 1N3 Telephone (705) / Fax (705) / (705 area code) To: From: Chair and Members Corporate and Emergency Services Committee Jeff Yeo Manager, Facilities Services Date: May 18, 2017 Subject: Electricity Rates Report: CES Recommendation This report is provided for information. Origin This report is a follow up to the discussion resulting from the Rate Supported Operating Budget Variance Report December 31, 2016, Report CES relating to electricity rates. Analysis The District currently has 232 active electricity accounts. The following table provides a high level summary of the electricity pricing categories that these electricity accounts fell under in 2016 including the percentage of the total electricity load per category and the relative total costs: Electricity Pricing Category Time of Use (TOU) and Tiered Unmetered Scattered Load Accounts kwh % of Total Consumption Total Cost ($) Less H.S.T. Total Cost ($)/ kwh Less H.S.T ,766,538 27% 860, ,074 1% 27, Spot Market 22 12,700,402 72% 2,088, Total ,566,014-2,976, The total costs in this table include all regulatory and delivery based charges that appeared on each account in Managing Our Legacy Together Page 1

17 The following table provides an overview of the typical load types used to determine the pricing category for each account including a summary of the types of applicable District accounts that apply to each category: Electricity Pricing Category Time-of-Use (TOU) and Tiered Unmetered Scattered Load Spot Market Residential Load Type General Service < 50 kw Unmetered Scattered Load Monthly Peak Load < 50 kw Billing based on equipment load estimates Hourly Ontario Energy Price (HOEP) + Global Adjustment (GA) Monthly Peak Load > 50 kw Applicable District Accounts Small apartment buildings and townhomes Pump Stations, Offices, Landfill Sites, Paramedic Stations, Bridges and Locks Traffic controls, road signs and intersection lights Treatment facilities, Administration Building, The Pines, large apartment buildings Commodity Cost Governance Ontario Electricity Board (OEB) Independent Electricity System Operator (IESO) Time-of-use electricity rates are based on the time of day that the electricity is consumed with differing rate periods. The following table is an excerpt from the OEB website and provides an overview of the time-of-use rate periods: Page 2

18 Time-of-use pricing is established by the OEB and is based on the forecasted market cost of electricity for the prescribed period including the cost of the Global Adjustment. Changes in rates are adjusted every 6 months and take effect on May 1 st and November 1 st of each year. The table below is an excerpt from the OEB website and provides a historical overview of time-of-use rates for the past 2 years: The majority of District accounts in the time-of-use pricing category include a large number of housing units and water and wastewater collection and distribution pumping stations. Housing related consumption is heavily impacted by fluctuations in weather and daytime household activities. Water and wastewater collection and distribution pumping stations have no capacity for storage and run based on demand that is typically higher during On-Peak rate periods. In either case there is little opportunity to shift these demands to Off-Peak rate periods when prices are more favourable. Of the 168 accounts in the time-of-use category less than 20 accounts fall under tiered pricing. Under this category, consumers have two rates for consumption above and below a set threshold. Accounts in this category are typically lower volume with a consistent demand. The following table is an excerpt from the OEB website on historical tiered pricing rates: Page 3

19 Unmetered scattered load pricing is applied to accounts that have a fixed consistent low monthly electricity demand. The District has 42 accounts in this pricing category which include traffic control and road-based lighting and signage accounts. The bulk of the costs associated with these accounts are mainly delivery and account holding based charges. The largest portion of the District s electricity load and highest consuming electricity accounts fall under the open or spot market electricity pricing category. In this category, the electricity commodity is billed at the average weighted Hourly Ontario Energy Price (HOEP) plus the cost of Global Adjustment (GA). The HOEP price is calculated by the IESO and based on the wholesale electricity price market. The monthly weighted average HOEP price is charged to the applicable account based on the account s billing cycle. The following table is an excerpt from the IESO website showing the average weighted HOEP price for the first quarter of 2017 and 2016: The GA charge added to the HOEP cost in the Spot Market pricing category is collected and applied to the cost of building new provincial electricity infrastructure, maintaining existing generation supply and funding of conservation and demand management programs. The following table is an excerpt from the IESO website and provides a historical representation of the GA charge and HOEP prices: 2012 Page 4

20 Considering the spot market pricing category is based on the average monthly costs of the HOEP and GA there is no electricity load shifting opportunity to consider for the applicable accounts that will reduce the cost of electricity on operating expenditures. Overall electricity costs also include electricity delivery and demand-based charges that are dependent on geographic location, service density and peak electricity demand. Electricity consumption and peak demand reduction projects are an option that staff is reviewing to reduce or mitigate future electricity costs. Staff have also begun working on Capital Project Electrical Efficiency Audit. This project is focusing on operating efficiency in select water and wastewater facilities as included in the 2017 Tax Supported Capital Budget and Forecast. Staff will be reporting on the progress of this project and identified opportunities to reduce electricity consumption later this year. Additionally staff will be working with local electric utilities and the IESO to compile information packages for housing tenants where the District pays the cost of electricity to help encourage conservation and promote awareness of the benefits to consuming electricity during off-peak electricity rate periods. Financial Considerations There are no financial considerations resulting from this report. Communications Regular communication with electricity utilities, consultants, suppliers and operations staff will continue in search of further electricity cost and consumption reduction opportunities. Future energy reports to Committee will include the annual energy consumption review and identified energy efficiency and reduction opportunities. It is expected that these reports will come to Committee mid-summer. Strategic Priorities Click on icons below to view strategies under each priority area: s. 2.3 Respectfully submitted, Original signed by Jeff Yeo, A.Sc.T. Manager, Facilities Services Original signed by Julie Stevens, CPA, CA Commissioner of Finance and Corporate Services Page 5

21 70 PINE STREET, BRACEBRIDGE, ONTARIO P1L 1N3 Telephone (705) / Fax (705) / (705 area code) To: From: Chair and Members Corporate and Emergency Services Committee Mark Misko Director, Continuous Improvement Unit Date: May 18, 2017 Subject: Corporate Fuel Strategy Report: CES Recommendation THAT staff be directed to prepare and advertise a tender to establish a vendor of record for the supply of unleaded gasoline to determine the feasibility of replacing retail fuel purchases with a wholesale purchasing model; AND THAT the tender documents also provide for the establishment of a vendor of record for operational dyed-diesel requirements at District facilities. Origin With the implementation of the carbon cap and trade program as reported in CES , staff have undertaken an initiative to investigate potential cost savings and/or cost avoidance measures with respect to District fuelling operations. Analysis The District currently pays retail pricing for the vast majority of its fleet fuelling requirements. Historically, prices for District fuel supply have not been secured on a competitive basis. With the exception of use of a single card-lock location in Huntsville by Muskoka Paramedic Services (MPS), all gasoline and clear diesel purchases are purchased through retail at-thepump prices. These prices are subject to supplier mark-up fees which can include marketing, advertising and profit. In order to determine potential cost savings with a change in the method of fuel supply for fleet and operational requirements, staff undertook a municipal benchmarking survey to determine the current practices (and costs) associated with municipal fuelling operations. A total of 12 municipalities (including the 6 Area Municipalities) provided responses to the survey. Through this benchmarking it quickly became apparent that the District is the only municipality among those surveyed which obtains the majority of its fuel though either: i) retail purchases for gasoline and clear diesel or ii) a non-competitive agreement for the purchase of dyed diesel. Numerous municipalities indicated a savings opportunity through the use of rack rate (wholesale) purchases to secure a direct supply to owned (or rented) storage tanks. Managing Our Legacy Together Page 1

22 To provide additional resolution with respect to the anticipated cost savings, historical fuel records were reviewed and a comparison made between retail purchase prices and wholesale rates. The results of these analyses are included in the Corporate Fuel Strategy Case Study attached as Appendix I. Based on the analysis completed, three alternatives to the current retail purchase method were considered and included: i) procuring unleaded gasoline through the provincial vendor(s) of record, ii) a pilot program using a savings pays for growth model to expand the system discretionally, or iii) establishing a District-wide distribution network. The table below provides a summary of options considered. Option Summary Recommendation and Rationale 1 Implement a District-wide distribution system Not recommended. Initial capital investment is substantial ($82,500). Does not accommodate a 'savings pays for growth' model 2 Pilot Contract Recommended. Allows opportunity for Area involvement early in the process. Contract will meet specific fuelling needs. Potential to demonstrate savings initially and utilize these to pay for additional growth on a discretionary basis or avoid cap and trade increases. Capital investment of $27,500. Join with the Ministry of Not recommended. Supply tanks required to receive fuel (cannot be part of current agreement). Limited control with respect to contract 3 Government and Consumer parameters as well as reduction in potential for shared services Services provincial vendor of record between District and Areas based on unique needs. Capital for bulk supply investment between $27,500 and $82,500 dependent on number of locations. To reduce up-front capital requirements associated with purchasing storage and dispensing equipment, staff is recommending Option 2 (Pilot Contract) with the objectives of: Securing a vendor of record and competitive rates for unleaded gasoline for a minimum two-year term; Establishing a vendor of record and competitive rates for the supply of dyed-diesel though a competitive procurement process on a minimum two-year term; and Reducing the volume of gasoline purchased through retail methods by 30-50%. As a first step towards moving away from retail purchasing, proceeding with Option 2 would allow a measured approach to changing supply models through: i. Staging implementation associated with supply of wholesale fuel purchases; ii. Allowing for incremental growth of the distribution system on an as needed basis (i.e. a savings pays for growth model); iii. Confirming direct cost savings applicable to District fuelling operations through this method and assessing the feasibility of future expansion; and iv. If expansion proves feasible, encourage the Area Municipalities to participate in demonstrable savings as part of a larger shared fuel services program through either combined tendering for supply, supplementation of area capacity and/or offering District locations to meet Area Municipal needs. Page 2

23 A potential location for this pilot program is the new joint MPS and Bracebridge Fire Services facility on Taylor Road due to its centralized location with respect to fleet and MPS operations. Pending approval of the recommendation, this location will be confirmed and further discussion with facilities, operational and Area Municipal staff will be initiated for input into the tendering process. Dependent on the observed savings, there is the opportunity to have future discussions with additional Area Municipalities as it relates to expansion of a District-wide shared services agreement for fuelling operations. In particular, the Township of Georgian Bay has indicated their intent to tender their fuel supply in the summer of Financial Considerations Fuel budgeting is based on both forecast usage and anticipated retail prices. The table below summarizes both budgeted and actual expenditures for all District fleet and MPS fuel since As evidenced below, both budgeted and actual expenditures and purchased litre amounts have been declining. This trend is primarily attributable to a decline in retail prices and it is noted that retail pricing is challenging to forecast and highly subject to market conditions outside of the District s control. Estimated 4.5% savings under a wholesale supply model are based on the difference between observed retail and wholesale prices. This 4.5% difference is anticipated to remain regardless of per-litre price fluctuations. Based on 2017 volume usage of unleaded gasoline, at the-pump unleaded gasoline expenses are forecast to total $485,000 for District fleet and MPS requirements. This expense includes a full, retail HST charge of 13%. A 4.5% reduction in retail prices would result in a cost savings of approximately $20,000 annually on unleaded gasoline purchases. This would require the complete elimination of retail purchases which is unlikely due to travel requirements outside of District borders (MPS patient transfers for example). Page 3

24 Analyses completed indicate that both Options 1 and 2 have the potential to generate savings with respect to retail fuel purchases. Based on observed costs in other municipalities, Option 1 would involve an up-front capital investment of approximately $82,500 to establish a Districtwide network ($27,500 per location for secure storage and dispensing equipment). This option would most likely involve west, central and east locations and would seek to eliminate 95% of retail purchases to establish savings. Option 2 is proposing one location and would involve an initial capital investment of $27,500 for storage and dispensing equipment with a goal of reducing retail purchasing by 30-50%. The table below summarizes anticipated savings, capital costs and payback periods for Option 2. Option 1 assumes a 95% reduction in retail purchases with implementation of a District-wide network. Included within the Option 2 summary are anticipated savings for 30%, 40% and 50% reductions in retail purchases. Anticipated savings are based on a 4.5% discount rate from retail pricing of 2017 budgeted unit rates of $1.06/L and $1.09/L for District fleet and MPS fuelling, respectively. Initial capital ($27,500 per location) and maintenance costs ($1,000 annually per location) are based on reported values obtained through municipal benchmarking. Summary of Spending and Estimated Savings - Unleaded Gasoline 30% Reduction in Retail Sales 40% Reduction in Retail Sales 50% Reduction in Retail Sales Anticipated Annual Savings for 2017 $6, $8, $10, Payback period on initial capital investment of $27.5k Estimated Total Savings net of capital investment, through Asset lifespan $44, $84, $125, The 2017 budget for District fueling operations is $625,575. Pending approval of the recommendation in this report, alternative fuel supply methods could be financed through this budget. Communications Pending approval to proceed, Continuous Improvement Unit (CIU) staff will work with the Procurement Manager, applicable operational departments and Area Municipalities to prepare appropriate tender documentation. Additional discussion will be had with the Town of Bracebridge to determine if they have interest in participating in this initiative as well as the Township of Georgian Bay regarding their intent to tender fuel supply in Once submissions are received, CIU staff will report back to CES Committee confirming the anticipated financial implications of the received bids as well as a recommendation on whether to proceed with approval. Page 4

25 Strategic Priorities Click on icons below to view strategies under each priority area: s 2.4 Respectfully submitted, Original signed by Mark Misko, C.E.T. Director, Continuous Improvement Unit Original signed by Michael Duben, B.A., LL.B Chief Administrative Officer Page 5

26 Appendix "A" Corporate Fuel Strategy Case Study Analysis Prepared by The District Municipality of Muskoka Continuous Improvement Unit May 11, 2017

27 Corporate Fuel Strategy Case Study Analysis May 2017 Executive Summary The District Municipality of Muskoka (District) owns and operates a fleet of 94 vehicles (89 permanent and 5 seasonal) used by staff for daily operational and transportation requirements. In addition to this, the District has 16 ambulance fleet vehicles (13 ambulances and 3 commander units) as part of Muskoka Paramedic Services (MPS). Purchased fuel includes unleaded gasoline, dyed diesel and clear diesel. To date, prices for the supply of the District s fuelling requirements have not been secured on a competitive basis. With the exception a single card lock location in Huntsville by MPS, all gasoline and clear diesel purchases are obtained through retail at-the-pump prices. These prices are subject to supplier mark-up fees. Additionally, dyed diesel supplied to District-owned storage tanks has not been formally procured on a competitive basis. Fuel is purchased for these operations through an annual purchase order and supplied as needed throughout the year. Based on the findings of the research outlined in this report, cost savings are anticipated through the competitive procurement of a wholesale fuel provider for both unleaded gasoline and dyed diesel. Currently, the District does not use enough clear diesel to generate significant savings and is looking to reduce its diesel fleet complement in the future. Challenges identified in switching between retail and wholesale purchase models include the capital investment required for the purchase and installation of storage tanks and associated secure dispensing system(s). Staff is recommending that a pilot, two-year wholesale supply agreement be competitively tendered for supply of unleaded gasoline and dyed diesel. As part of this tender, two unit rates for the supply of wholesale gasoline should be determined. The first unit rate would include fuel supply as well as the rental of tanks and secure pumping equipment. The second unit rate would establish supply of gasoline only and assume the District owns storage tanks and pumping equipment. Once these two unit rates are received, the District would, at its discretion, select a preferred supply method (i.e. inclusion of tanks/pumps as part of the supply contract or supply only with a capital investment for infrastructure). This pilot program is being suggested for the new MPS and fires services facility in Bracebridge (due to its central location to both MPS and District fleet locations). As part of the two-year pilot and as a first step towards moving away from retail fuel purchases, cost savings would be reviewed annually to decide on the feasibility of expanding this wholesale fuel supply model. Savings generated through this pilot could be used to finance capital requirements for additional, expanded fuelling infrastructure once asset payback is achieved using a savings pays for growth model. The pilot would also establish the amount of observed savings achieved as part of this program. Additionally, Area Municipalities could be invited to participate in this fuelling model as part of a larger shared services program. 2 of 10

28 Corporate Fuel Strategy Case Study Analysis May 2017 Scope and Methodology Currently all fleet and MPS vehicles are paying retail rates for fuelling activities (with the exception of some MPS fuel purchased in Huntsville through a commercial card-lock). All dyed diesel requirements are purchased on an as-needed basis through purchase orders. A formal procurement process has not been initiated to secure competitive rates for fuel supply. In order to address the potential for cost savings, current operations and procedures for District fuel purchasing and supply were divided into the categories listed below: 1. Category 1 - Fuel purchases for network-wide fleet usage This category involves gasoline and/or clear diesel which is used primarily for transportation. 2. Category 2 - Fuel purchases for on-site, off-road heavy equipment (dyed diesel) This includes bulk fuel delivery for vehicles used for operational requirements at landfills, transfer stations and the Muskoka Airport. Baseline fuelling costs were established for District operations within each of the above categories. Individual departments were then consulted to determine their current practices and procedures for their respective fuelling operations usage volumes and unit rates for fuel were then used to forecast estimated savings under any alternative fuel supply models. Questions asked of each department included: 1. What type of fuelling requirements do you have (i.e. retail purchase for fleet operations, on-site bulk delivery for heavy equipment operations or a combination of both)? 2. Have any of your current fuelling agreements been set-up through a competitive procurement process or is fuel purchased on an as-needed basis? 3. Would joining in a larger, District supply tender be advantageous to you or are there unique operational requirements which would make more sense to keep a stand-alone operation? 4. Are you aware of any corporate discounts in place and/or available to us for fuelling operations? Additionally, Muskoka Area Municipalities and others province-wide were contacted to determine their current fuelling operations with the intent of providing the District a point of comparison. Questions provided input into the following: 1. Locations used for corporate fuel purchase or fill-up 2. Ownership (i.e. are these private commercial sites, or are fuel tanks located on municipal yards?) 3. Access Security (card-locked, gated, etc.) 4. Costs for use/supply An integral part of this study was to work with the District s Finance department to determine historical fuel expenses and procurement efforts as well as conduct research into available corporate programs and cost saving measures. It is anticipated that successful implementation of any cost savings initiatives will require further involvement of this department. 3 of 10

29 Corporate Fuel Strategy Case Study Analysis May 2017 Data Analysis Benchmarking Survey In order to better understand existing fuelling operations and assess the potential for cost savings, municipalities were surveyed with the questions outlined in the Scope and Methodology section. A summary of the findings for both District and municipal fuelling operations follow in Table 1. Table 1 Summary of Corporate Fleet, MPS and Municipal Fuelling Operations Municipal Authority Pay Retail Prices? Method of Supply Procurement Notes District of Muskoka Yes Retail, Delivery in Bulk (Dyed Diesel Only) No competitive arrangement MPS Both - Wholesale and Retail Retail/Card Lock (HV Only) No competitive arrangement Town of Bracebridge No - Rack Rate Basis Owned Supply Tanks Competitive arrangement Township of Georgian Bay No - Rack Rate Basis Owned Supply Tanks Currently no agreement. Looking for competitive process summer in 2017 Town of Gravenhurst No - Rack Rate Basis Tanks supplied by Vendor Competitive agreement with Bowman Fuels (including equipment and expiring June maintenance) Tanks supplied by Vendor Town of Huntsville No - Rack Rate Basis (including equipment and RFP to retain vendor effective maintenance) Township of Lake of Bays No - Rack Rate Basis Owned Supply Tanks Competitive selection of vendor. Township has indicated that their current approach realizes logistical savings as fuel is supplied when suppliers are in the area to provide private commercial supply. Township of Muskoka Lakes No - Rack Rate Basis Owned Supply Tanks No response on this City of Sudbury No response received to date Region of Halton No - Rack Rate Basis Owned (outsourced maintenance) Competitive bid arrangement Region of York No response received to date City of Kawartha Lakes 95% non-retail Owned Supply Tanks (in-house maintenance) Competitive Procurement Town of Parry Sound No - Rack Rate Basis Wholesale Supply through Unknown (historically established purchasing cardlock agreement) City of London No - Rack Rate Basis Owned Supply Tanks Competitive procurement Note fuel types supplied for the surveyed levels of government ranged from unleaded gasoline, dyed and clear diesel through to stove and furnace oil The Rack Rate Basis cost listed in Table 1 refers to the terminal rack pricing for resellers and wholesale customers and can be considered as a pre-retail price. Rack rates are established by refineries for wholesale suppliers who may charge a supply/service cost for delivery to each customer. Of note in Table 1 is that the District fleet and MPS are the only fuelling operations currently paying retail prices for the majority of on-road operational requirements. All other respondents indicated that alternative fuel supply methods have been established. 4 of 10

30 Corporate Fuel Strategy Case Study Analysis May 2017 District Fleet and MPS Volume Usage To assess potential cost savings, historical volumes of fuel used were determined for District operations fuel volumes for each category (and usage sub-category) are reported below. Figure Categorized Fuel Usage as a Percentage of District Totals Fuel Category Financial Metrics Table Categorized Fuel Usage Volumes and Expenses Fuel Type 2015 Total Litres 2015 Fuel Expense (includes 13% HST) 1 GAS-1 282, $288, $ MPS GAS-1 167, $172, $1.03 Total Category 1 Gas 450, $460, $ DIESEL-1 23, $25, $ MPS DIESEL-1 31, $34, $1.10 Total Category 1 Diesel 54, $59, $ DIESEL-A-AIRPORT 15, $14, $ DIESEL-1-BULK 106, $110, $1.04 Total Category 2 - Supplied Diesel 121, $125, $1.03 Average Cost per Litre (includes 13% HST) Three comparative analyses were used to determine the feasibility of implementing new fuelling operations annual reported fuel volumes were used for District and MPS operations. A portion of all HST charged to the District through the sale of gas is refunded through a municipal HST rebate. As this rebate is common to all purchase methods, it has not been considered as part of this financial analysis. The HST rebate would continue to apply in all cost scenarios evaluated. Comparative analyses used for this report included: 5 of 10

31 Corporate Fuel Strategy Case Study Analysis May Observed retail fuel prices versus discounts offered through the Provincial Vendor of Record (PVOR) program; 2. Financial metrics from benchmarked municipalities (as provided); and 3. Recorded daily unleaded gasoline rates in Muskoka versus daily Toronto rack rates. Cost savings from alternative supply methods are further discussed in the Strategic Options Section of this report. 1. Provincial Vendor of Record Recently, the Ministry of Government and Consumer Services (MCGS) secured a Provincial Vendors of Record (PVORs) through a competitive procurement process. All levels of government have the option to participate as part of this program. Separate PVORs were secured for fleet services and bulk fuel supply. PVOR Fleet Services Provincial fleet management services were awarded to Automotive Resources International Canada (ARI). In addition to at-the-pump fuel discounts, ARI offers maintenance and accident management as well as an option to participate in a driver skills assessment and safety program. Fuel discounts are available on a vendor specific basis through an ARI discount card applicable to 98% of provincial vendors. An administrative fee of $8.75 per card per month is charged payable to ARI for membership in their program. Outfitting 110 vehicles listed in with this card would result in a monthly fee of $962 ($11,500 annually). In order to determine available discounts through the ARI program, the amount of fuel purchased through discounted vendors was determined for Table 4 below provides a summary of expected fuel savings through this program. Vendor Table 4 Estimated ARI PVOR Discount based on 2015 Fuel Usage Volumes 2015 Purchased Volume (L) Based on above, vendor discounts through this program would result in a net cost increase to the District of $3,650 annually once membership fees are applied. Based strictly on the observed additional costs associated with this option, it has been removed from further consideration. PVOR Bulk Fuel Supply 2015 Retail Cost Average 2015 $/L ARI Discount Average Discounted 2015 Cost ($/L) Estimated 2015 Vendor Discount Canadian Tire 13, $12, $0.92 $ CPL $0.90 $ Esso 70, $66, $0.95 $0.03 CPL $0.92 $2, Husky 6, $6, $0.94 $0.027 CPL $0.91 $ Petro Canada 110, $104, $0.94 4% Gross Pump Price $0.92 $2, Shell 80, $74, $0.93 $ CPL $0.91 $2, Ultramar 19, $17, $0.92 $0.023 CPL $0.90 $ Total Estimated 2015 Discount $7, MCGS has also secured a vendor for the delivery and supply of bulk fuel. Despite contacting the vendor of record for the Muskoka area, rates for the supply and delivery of this fuel remain 6 of 10

32 Corporate Fuel Strategy Case Study Analysis May 2017 unknown at the time of writing this report. Although cost savings are likely achievable through this method of purchase, the MCGS agreement does not include provision of fuel storage tanks. This would mean that separate agreement with the VOR (or other) supplier would be needed to secure both the storage tanks and secure dispensing system. A capital investment cost of approximately $27,500 per supply location would be expected in order to obtain storage tanks and a secure dispensing system. This results in a two-agreement process which would increase administrative requirements. Additionally, the District would be constrained by the province s VOR agreement. This could restrict the ability to secure a supplier under terms specific to the District. For these reasons this option has been removed from further consideration. 2. Other Municipal Financial Metrics Financial analyses, if available, were requested from benchmarked municipalities. Of those surveyed, the Region of Halton (Halton) and the City of Kawartha Lakes (Kawartha) had comparative information available. Halton fuel costs are based on rack prices less any vendor discounts. Prices are secured through a competitive bid arrangement within the Halton Cooperative Purchasing Group to obtain discounted rates. Halton s tanks are owned and maintenance is supplied through hired contractors. Halton staff analyzes fuel savings on an annual basis. Supply for Kawartha is wholesale and secured though a competitive tender process. Kawartha s unit rates include rack rate pricing as well as a delivery charge. Table 8 provides a summary of the percent savings provided by both Halton and Kawartha staff. Table 8 Percent savings between Retail and Rack Rate Prices Region of Halton City of Kawartha Lakes Diesel - coloured No % 16.2% Regular Unleaded Gasoline 9.3% 7.9% Table 8 indicates that the average unleaded gasoline savings would be 8.6%. Realizing that these savings are unique to the areas reporting and in an effort to establish conservative values, a comparison was made to observed Muskoka retail and Toronto rack rate prices below. 3. Rack Rates compared to Daily Muskoka Retail Prices Daily retail fuel prices throughout Muskoka were determined on 4 separate occasions. Observed retail prices were compared to the daily Toronto rack rates. Table 6 provides a summary of observed cost differences. All prices listed below include applicable taxes (i.e. full retail HST at 13%). No delivery charges have been included for fuel purchased through rack rate prices as their costs vary based on vendor. 7 of 10

33 Corporate Fuel Strategy Case Study Analysis May 2017 Table 6 Daily Muskoka Retail and Toronto Rack Rate Prices (includes 13% HST) Date Retail Pump Potential Percent Rack Rate Price Savings Difference Thursday, March 23, 2017 $1.04 $0.98 $ % Tuesday, March 28, 2017 $1.03 $1.00 $ % Wednesday, March 29, 2017 $1.04 $1.00 $ % Thursday, March 30, 2017 $1.06 $1.00 $ % Sample Set Average $1.04 $0.99 $ % As evidenced in Table 6, it is reasonable to expect approximately 4.5% savings on direct fuel costs between rack rate and retail purchases. Research into the breakdown of retail pricing based on crude costs, taxes, marketing and distribution indicates a retail margin between 3% and 6%. Purchase of fuel through a wholesale method could potentially eliminate all or some of this profit margin. Using the 4.5% discounted purchase price, Table 7 forecasts 2017 costs savings for unleaded gasoline for both District fleet and MPS if retail purchasing were eliminated entirely in favour of wholesale supply. Table 7 Forecast 2017 Cost Savings based on Elimination of Retail Purchasing 2017 Anticipated Usage (L) 2017 Anticipated Pump Rate Rack Rate Price Difference Potential 2017 Savings DMM Fleet 286, $ % $13, MPS 167, $ % $8, Total 454, $21, It is assumed that not all retail purchasing will be eliminated due to travel and fuelling requirements outside of District borders and as such a maximum value of 95% ($20,781.14) of the above anticipated savings has been used in subsequent analysis. Strategic Options and Recommendations Tables 6 and 7 establish favorable cost scenarios which could be realized with respect to wholesale fuel purchasing. Further justification is provided with respect to the municipal benchmarking completed which indicates that the District is currently the only municipality servicing its fuel requirements primarily through retail purchasing. Options for alternative fuelling models compared to retail purchase are outlined below. Wholesale Purchase Models Two options associated with a transition to a wholesale fuel supply method were identified. Cost estimates for capital investment and maintenance requirements based on data provided by the City of Kawartha Lakes are outlined in Table 9. A 20-year asset lifespan has been applied for storage equipment. Table 9 Capital and Maintenance Costs for Supply Equipment (1 Location) 8 of 10

34 Corporate Fuel Strategy Case Study Analysis May 2017 Initial Capital, Maintenance and Asset Replacement Costs Supply Tank Purchase $7, Secure Dispensing System (key FOB) $20, Total Initial Capital Costs $27, Asset Replacement Costs $27, Lifespan Maintenance Costs ($1000/year/location for 20 years) $20, Lifespan Total Ownership Cost $75, Annual Ownership Cost through Useful Life $3, Option 1 - Tender District-Wide Fuel Requirements With this option, District staff would prepare a tender with the aim of replacing the purchase of retail unleaded gasoline by 95%. This option would also establish a competitive vendor and rates for supply of dyed diesel. Table 10 outlines the costs associated with the implementation of 3 locations under this option. Table 10 Cost Estimates and Savings for 3 Locations Summary of Spending and Estimated Savings - Unleaded Gasoline 95% Reduction in Retail, 3 Locations Anticipated Percent Reduction in Retail Sales 95% Anticipated Savings $20, Initial Capital, Annual Maintenance and Asset Replacement Total Initial Capital Costs $82, Asset Replacement Costs $82, Lifespan Maintenance Costs ($1000/year/location for 20 years) $60, Total Lifespan Ownership Cost $225, Annual Ownership Cost through Useful Life $11, Estimated Savings - 20 Year Useful Lifespan Payback period on initial capital investment 4.0 Remaining Asset Lifespan on payback 16.0 Estimated Total Savings through Useful Life $152, Given that there is a substantial, up-front capital cost of $82,500 (not including maintenance) associated with implementing a District-wide system, this option is not recommended. Option 2 - Pilot Program Under this model, a pilot program with established goals for reduction of retail purchasing and subsequent cost monitoring to determine long term feasibility of a District-wide approach would be undertaken. Dyed diesel requirements would be included as part of this tender as per Option 1. It is recommended that the District undertake the Pilot Program with the objectives of: Securing a vendor of record for unleaded gasoline for a two-year term; 9 of 10

35 Corporate Fuel Strategy Case Study Analysis May 2017 Establishing a vendor of record for the supply of dyed diesel though a competitive procurement process on a two-year term; Reducing the amount of retail purchased fuel by 30-50%; Confirming direct cost savings applicable to District fuelling operations through this method and assessing the feasibility of future expansion; and Establishing competitive rates for: Inclusive supply of unleaded gasoline, supply and maintenance of storage tanks and security infrastructure; and Supply of strictly gasoline to District owned storage tanks. Option 2 would allow for staged implementation of wholesale fuel supply while still allowing for discretionary expansion based on observed savings. This would let established savings pay for future growth. Once established, and if expansion proves feasible, Area Municipalities could be included as part of a larger shared services fuel program. In particular, the Township of Georgian Bay could be approached as part of the above tender as they have indicated their intent to tender their fuel supply in the summer of Table 11 outlines the net savings associated with this option based on the percent reduction in retail purchase. Table 11 Estimated Savings based on Percent Reduction in Retail Purchase (after capital investment and maintenance costs) Summary of Spending and Observed Savings - Unleaded Gasoline 30% Reduction in Retail Sales 40% Reduction in Retail Sales 50% Reduction in Retail Sales Anticipated Annual Savings for 2017 Unleaded Fuel Usage $6, $8, $10, Payback period on initial capital investment Remaining Asset Lifespan on payback Estimated Total Savings through Useful Life $44, $84, $125, Next Steps for Implementation Based on proceeding with the Pilot Program recommendation, the following steps would be taken to implement this new fuelling model. The CIU department will work with both the Finance and operationally affected departments on the items listed below. It is anticipated that long term care and control of this program will be coordinated through the Finance (Fleet and Procurement) department with input from each of the operational departments participating (EPW, PED and MPS). Next steps include: Determine exact locations required for dyed diesel and gasoline operations (currently the new Bracebridge MPS and fire services facility is proposed); Confirm the above with operational staff and determine any Area Municipal inclusion as part of this tendering process; Tender supply of both dyed diesel and gasoline (one location); Award tender and install new location; Inform staff on proper usage and security requirements to access fuel; Monitor and report back on established savings; and Monitor cost savings and determine feasibility of expansion of network in coordination with Area tenders and shared services opportunities. 10 of 10

36 70 PINE STREET, BRACEBRIDGE, ONTARIO P1L 1N3 Telephone (705) / Fax (705) / (705 area code) To: From: Chair and Members Corporate and Emergency Services Committee Rebecca Francis Manager, Continuous Improvement Unit Catharine Vickery HR Advisor, Human Resources Department Date: May 18, 2017 Subject: Muskoka Mentorship Program Report: CES Recommendation This report is provided for information. Origin The initiative to create a mentorship program for employees of the District originated from a suggestion received in the District s Idea Box. The Idea Box is an account managed by the Continuous Improvement Unit (CIU) and promoted on SIMON our employee portal (intranet). The Idea Box was developed to allow employees to submit ideas to foster improvement and innovation at the District. Each submitted idea is reviewed by the Chief Administrative Officer (CAO). After receiving the idea, CIU was tasked with designing the Muskoka Mentorship Program and to work with the Human Resources (HR) department to implement the program in Q1 of Analysis The Muskoka Mentorship Program aims to bring together dedicated and like-minded individuals who are seeking opportunities to improve skills and build careers through Mentor/Mentee partnerships. The mentoring program is meant to foster a unique relationship that takes participants out of their day-to-day activities to plan for their future and strategize how they will achieve their goals. The focus may be on career exploration, moving around the municipality, feedback on goal setting, gaining perspective on the District or Area Municipality or a combination of these. A skilled Mentor helps a Mentee become more self-sufficient. The Mentor/Mentee relationship creates a one-of-akind opportunity for collaboration, goal achievement and problem solving. Managing Our Legacy Together Page 1

37 2017 is the first year of the program and District employees are participating alongside our counterparts from all six of the Area Municipalities. Involvement from the Areas was at their discretion and the chart below shows the levels at which each decided to participate. It is anticipated that each Area Municipality will assess their involvement in the program following completion of the first year and reevaluate their level of participation for future years. Area does not wish to participate in DMM program No Involvement DMM provides program materials to Area Area implements at their discretion Huntsville Area Facilitated DMM provides the program to Area Area conducts their own intake/matches DMM provides support through program materials and conversation guides on simultaneous timeline Lake of Bays Area Facilitated & DMM Supported Area is included as part of DMM intake/matching Mentors/Mentees are cross matched from the entire pool DMM provides support through program materials and conversation guides on simultaneous timeline All-In Approach Bracebridge Gravenhurst Georgian Bay Muskoka Lakes Detailed information about the program including benefits, tips, roles and responsibilities, timelines and application details can be found in the Program Guide (Appendix A ). The application window was open for a four-week period to all permanent employees of the District and participating Area Municipalities. Most applications came from District employees however there are 14 participants from the Area Municipalities. A total of 34 matches were made for the 2017 program. Seven staff members are participating both as a mentor and a mentee. Some applicants were not granted matches due to reasons of eligibility (i.e. temporary employees) and others because their specific needs were more appropriately met through other mechanisms (i.e. training and development) within their department. HR has been instrumental in creating a process that will offer these employees an opportunity to develop their skill set through other avenues with their departmental Managers and Directors. To date, the HR department has received positive feedback from participants. Within the first month, most, if not all, of the pairs have held their initial meetings with one another. Mentees have responded to HR with comments such as: they are thrilled with their mentors, very excited, this is amazing thank you again for the great opportunity. Mentors have also provided feedback on how impressed they are with the talent within the District, as a whole. A second intake to the program is planned for Q1 of Page 2

38 Financial Considerations The Muskoka Mentorship Program was developed in-house through the CIU. The work included adapting the program for Muskoka from another successful municipal mentorship program, drafting communication materials, planning and executing information sessions, scripting, recording and editing a video to promote the program and working with the HR department to refine the program deliverables and transition the program to them. It is anticipated that the work done by CIU and HR to prepare and launch the Muskoka Mentorship Program will not have an impact on the District s bottom line. Staff were able to implement the program without the use of consultants, thus avoiding the creation of an additional budget line. An analysis of cost savings will be reported to the CES Committee through its regular reporting protocol. Branding of program materials, purchasing graphics and creating document templates was done by a vendor of record established through the Communications Officer, totalling $575. Communications The Muskoka Mentorship Program was launched to staff via District-All s (February 16 and March 9, 2017) and a Muskoka Message newsletter (February 24, 2017). Posters were affixed at the Administration building and sent to community offices. A page was developed on SIMON to give staff more information about the program and how to apply. This page is maintained and kept current by the HR department. CIU staff attended a Muskoka CAO meeting to introduce the program and invite participation from the Area Municipalities. Subsequent communication took place with HR or Administration staff from all six Area Municipalities to confirm their level of participation. In addition to electronic communications efforts, Information Sessions for potential mentors and mentees were held prior to the program application deadline to encourage staff to learn more about the program before applying. Mentor Mentee matches were announced by the HR department via . Communications will continue to be initiated through the HR department, who retain care and control of the program. The program is supported by the HR department through conversation guides that will be distributed every second month to help guide dialogue between mentors and mentees. A year-end event celebrating the program is also planned for Further support of the program could include a monthly with suggestions for resources, articles and/or books about various career advancement and personal development topics and a lunch and learn style event with a guest speaker at the halfway point. These activities are meant to inspire participants in the program. Page 3

39 Strategic Priorities Click on icons below to view strategies under each priority area: s 2.1 Respectfully submitted, Original signed by Rebecca Francis Manager, Continuous Improvement Original signed by Michael Duben, B.A., LL.B Chief Administrative Officer Original signed by Catharine Vickery HR Advisor, Human Resources Page 4

40 Appendix "A" Muskoka Mentorship Program Guide 1

41 Contents Welcome to the Muskoka Mentorship Program... 3 What is mentoring?... 4 Are you ready to mentor?... 5 Are you ready to be mentored?... 6 Benefits... 7 Roles & responsibilities... 9 Guidelines for success More about the Muskoka Mentoring Program Muskoka Mentorship Program Guide 2

42 Welcome to the Muskoka Mentorship Program Thank you for your interest in the Muskoka Mentorship Program. We believe that not only will you find this program rewarding but hope you will also gain much more than your investment into the program. The Muskoka Mentorship Program aims to bring together dedicated and like-minded individuals who are seeking opportunities to improve skills and build careers through Mentor/Mentee partnerships. The goals of the Muskoka Mentorship Program are to: Foster development and growth through open communication and dialogue Cultivate a culture of learning at the District and the Area Municipalities Provide support in locating and accessing District and Area Municipal resources (including people) Share knowledge, ideas and professional experience Provide ongoing guidance and support Provide motivation for job performance, creativity and innovation Assist in addressing succession planning There are numerous recognized benefits to facilitating a process where employees can meet to discuss their profession. Rather than organizing a rigid, highly structured system, an informal and more personal approach will benefit and enhance the Mentor/Mentee relationship. The professional relationships forged through this process can continue for many years. The intent of these relationships is to allow participating Mentees an opportunity to improve skills, foster their career growth and development and create a network of contacts within the District and Area Municipalities. In turn, participating Mentors will be able to share knowledge, ideas and professional experience, provide ongoing guidance and encouragement, as well as facilitate the dissemination of information on emerging trends and issues. This guide contains resources to help you through the process successfully. We encourage you to spend some time reviewing the content. Congratulations on taking the first step in learning more about this worthwhile and extremely valuable program. Muskoka Mentorship Program Guide 3

43 What is mentoring? Mentoring is a professional relationship in which an experienced person (the mentor) assists another (the mentee) in developing specific skills and knowledge that will enhance the less-experienced person s professional and personal growth. Mentors also stand to learn a great deal from the Mentee as the relationship develops. Mentoring is a unique relationship that takes participants out of their day-to-day activities to plan for their future and strategize how they will achieve their goals. The focus may be on career exploration, moving around the municipality, feedback on goal setting, gaining perspective on the District or Area Municipality or a combination of these. A skilled Mentor helps a Mentee become more self-sufficient. The Mentor/Mentee relationship creates a one-of-a-kind opportunity for collaboration, goal achievement and problem solving. Mentors are encouraged to share their professional experience with Mentees who are looking to benefit from their retained knowledge. Additionally, knowledge sharing can occur between participants that may be looking to share ideas, get expert advice or simply connect professionally. Muskoka Mentorship Program Guide 4

44 Are you ready to mentor? Mentee development depends largely on career aspirations; strengths and weaknesses; collaborating on how to achieve desired results; implementing strategies and checking in along the way. The Mentor is viewed as the vessel for which they impart knowledge and inspire action. Sharing wisdom and past experiences is typically what Mentees look for in a Mentor. Ideally, a Mentor should be able to: Explain how the District/Area Municipality is structured Be respected as an experienced and successful professional in the District Support the District or Area Municipality mission and values Be accessible, committed and engaged throughout the partnership Actively listen Be non-judgmental Be supportive and promote genuine positive reinforcement Share past experiences and lessons learned Be a resource There are few relationships that can be as powerful and influential as the one between Mentor and Mentee. It can transform both individuals in ways that have direct impact on their career and personal development. Mentors are not assessed solely by position held or length of tenure within the District or Area Municipality, but rather based on genuine desire to model continual learning and growth. Mentors help to make a difference in another person s life. No matter the role, a Mentoring relationship is a great development opportunity providing enriching rewards for both Mentors and Mentees. Muskoka Mentorship Program Guide 5

45 Are you ready to be mentored? Learning by experience is essentially how we gain the perspective to see beyond boundaries and move around the hurdles and challenges before us. Mentors are guides who expand our viewpoint and allow us to see situations from diverse angles. They are active listeners who have more questions than answers. They understand that there is a fine line between being a Mentor or a Mentee as it is a give and take relationship and in order to be productive must be mutually satisfying. A Mentor provides the what you need to know that you don t even know to ask about, but it is crucial that before any mentorship relationship can be undertaken, any prospective Mentee should ask themselves the following questions: 1. Are you willing to put the necessary time into getting to know your Mentor? 2. Are you willing to listen and respect advice based on experience so that you can tailor it to your unique circumstances? 3. Can you honestly respond to questions that dig deep into why you make the choices you make? 4. Can you open yourself up to trusting a mentoring relationship? 5. Are your expectations for your Mentor flexible? 6. Are you willing to look at situations from all angles? 7. Do you see your role as an opportunity for personal growth? It is essential that as a Mentee, you be able to answer these questions affirmatively. There are few relationships that can be as powerful, influential and rewarding as the Mentor/ Mentee relationship. It can transform both individuals in ways that have direct impact on career and personal development. Muskoka Mentorship Program Guide 6

46 Benefits MENTORS Mentoring is an invaluable way of developing our most important resource our people. Success of the Muskoka Mentorship Program largely depends on shared goals and interests, commitment to the process and a high level of trust and respect amongst Mentor and Mentee. The following are examples of benefits received by Mentors: Develop career-coaching skills and learn how to provide career strategy advice Become more sensitive to the developmental needs of employees Gain insight into perspectives and attitudes of employees Enhance your status and reputation Satisfaction in helping someone grow professionally Rejuvenate by sharing achievements and accomplishments Influence the development of employees at the District or Area Municipality Increase self confidence As you contemplate a Mentoring role, consider what kind of knowledge, experience or advice you would like to impart upon a Mentee. The following questions are designed to help you: 1. Do you prefer someone who has the same interests and learning objectives? 2. Do you prefer someone who has a similar educational and/or professional background? 3. Do you prefer someone who has the same personal and professional interests as you? 4. Do you prefer someone who has similar expectations and goals in a Mentor/Mentee relationship as you? 5. Do you want someone who is motivated by upward mobility? These questions should assist you as you complete the Mentor application form. MENTEE Success of the Muskoka Mentorship Program largely depends on shared goals and interests, commitment to the process and a high level of trust and respect between Mentor and Mentee. As a Mentee, there are many benefits to learning from a Mentor s knowledge and share of experiences that helped shaped their career. Muskoka Mentorship Program Guide 7

47 In fact, benefits may extend far beyond what you planned and may include: Access to a support system during various stages of academic and career development An insider s perspective on navigating through career opportunities A clearer understanding of career plans and potential pathways Exposure to diverse perspectives and experiences Direct access to professional resources Identification of skill gaps Greater knowledge of career success factors The foundation of a personal or professional network Having an ear to listen to your challenges and celebrate your successes Developing a sharper focus on what s needed to grow professionally Developing newly acquired skills Improve your ability to express ideas clearly and articulate goals Further understand Corporate policies and procedures As you contemplate mentoring, consider who you would like as a Mentor and what kind of knowledge, experience or advice you would like to receive from them. The following questions are designed to help you: 1. Do you want someone who has gone on the same career path you would like to follow? 2. Do you want someone who has modeled the competencies you would like to strengthen (e.g. leadership qualities)? 3. Do you want someone who has skills you currently don t have but wish to acquire (e.g. a compelling communicator; able to influence others)? 4. Do you want someone who will be a good sounding board for your goals? These questions should assist you as you complete the Mentee application form. Muskoka Mentorship Program Guide 8

48 Roles & responsibilities MENTOR As a Mentor, your primary role is to provide guidance and support to your Mentee based on their unique developmental needs. At different points in the program, you may take on some or all of the following roles: Advisor/Coach Give advice and guidance, share ideas, and provide feedback Share information on unwritten rules for success within the District or Area Municipality Supporter/Encourager Act as a sounding board for ideas/concerns about professional choices; provide insight into possible opportunities Provide support on personal issues if appropriate Resource Person Identify resources to help the Mentee enhance personal development and career growth Expand the Mentee s network of contacts Champion Serve as an advocate for the Mentee whenever opportunities present themselves Seek opportunities for increased visibility for Mentee Devil s Advocate When appropriate, play devil s advocate to help Mentee think through important decisions and strategies Muskoka Mentorship Program Guide 9

49 MENTEE The following are some important roles for Mentees to keep in mind as you move through different points in the relationship: Driver of Relationship Identify the skills, knowledge or goals that you want to achieve and communicate them to your Mentor Discuss new information or topics that are important to you at any point and give feedback to your Mentor Development Partner Create and maintain a mentoring plan and work with your Mentor to establish goals (short and long term) in addition to developmental activities that you can do together Remain active, committed and engaged; ensure you have the time to devote to this relationship Maintain a high level of confidentiality at all times this is crucial to establishing trust Resource Partner Work with your Mentor to seek resources for learning; identify people and information that may prove helpful Trainer Look for opportunities to give back to your Mentor Share ideas or information that you think may be valuable Continuous Learner Use every opportunity to learn from your Mentor Muskoka Mentorship Program Guide 10

50 Guidelines for success MENTOR The following are some discussion suggestions when you meet with your Mentee for the first time: Share your background, including information as to why you made important life and career choices. Consider sharing challenges you experienced over the course of your career. Share the reasons why you became interested in becoming a Mentor. Find out what your Mentee is looking for in a Mentor. Ask questions about your Mentee s current experience including; a. Why did they choose to work in the field they are currently in? b. What are some short term goals they would like to accomplish? c. What skills do they want to develop most in terms of personal and professional growth? Below are some additional ideas for guidance and consideration throughout the program: Create an open and supportive environment for discussion. Develop trust by encouraging open, two-way communication. Respect your Mentee s individuality. You may have very different styles. Be patient if your Mentee seems unclear of their goals Let your Mentee know that you hope to learn from this experience as well Demonstrate good listening skills avoid talking too much or interrupting your Mentee Ask open ended questions to engage your Mentee in conversation Ask follow-up questions Paraphrase or repeat information to ensure understanding Follow-up on progress or ideas you ve both agreed upon Provide constructive feedback MENTEE The following are some suggestions as you meet for the first time: Share your background, including information as to how you got interested in a particular field, why you made important life and career choices that led to your current position etc. Consider sharing challenges you experienced over the course of your career. Share the reasons why you became interested in the Employee Mentoring Program. Find out what your Mentor s background is in terms of knowledge, skill and experience. Muskoka Mentorship Program Guide 11

51 Ask questions about your Mentor including; a. Why did they choose to work in the field they are currently in? b. What were some challenges they had to overcome to get them to where they are now? c. What skills and competencies are they able to afford in terms of personal and professional growth? Below are some additional ideas for guidance and consideration throughout the program: Be fully committed to self-development Assume responsibility for acquiring or improving skills and knowledge Discuss individual development planning Be open and honest of goals, expectations, challenges and concerns Actively listen and ask questions Seek advice, opinion, feedback and direction Be open to constructive criticism/feedback and ask for it Respect the Mentor s time and resources Remain accessible, committed and engaged throughout the program Comfortably let Mentor know what is working and when things are not Muskoka Mentorship Program Guide 12

52 More about the Muskoka Mentoring Program DURATION Once a partnership has been formed, Mentoring matches need time for the relationship to develop. At a minimum, Mentors and Mentee s should meet at least one hour per month for at least six months. Pairings are intended to last at least one year, although forged relationships can continue much longer. A sample timeline outlining the 15 month Muskoka Mentorship Program and its associated milestones is provided below for reference. The table on the following page outlines what you can expect during each month of the program. Muskoka Mentorship Program Guide 13

53 MONTHLY TIMELINE 1 Program Intake and Applications Received 2 Program Kick-Off/Optional Information Meeting 3 Candidate Matching. Notification to applicants of match-ups 4 Mentor/Mentee meeting 1 5 Mentor/Mentee meeting 2. Conversation Guide 1 6 Mentor/Mentee meeting 3 7 Mentor/Mentee meeting 4. Conversation Guide 2 8 Mentor/Mentee meeting 5. Mid- Year Review 9 Mentor/Mentee meeting 6. Conversation Guide 3 10 Mentor/Mentee meeting 7 11 Mentor/Mentee meeting 8. Conversation Guide 4 12 Mentor/Mentee meeting 9 13 Mentor/Mentee meeting 10. Conversation Guide 5 14 Mentor/Mentee meeting Final evaluations and close out ceremony PARTICIPATION Each year prior to the Muskoka Mentorship Program accepting applications for the year ahead, the Human Resources Department will host an optional information session to acquaint newcomers to the program and provide first-hand experiences from successful partnerships. Similar to an open house, all current Mentors and Mentee s are invited to participate in addition to those who are not involved but are interested in learning more about the program. As part of the optional information session, prospective Mentors and Mentee s will be introduced to: The goal and purpose of the program Roles and responsibilities Potential benefits derived from participating in the program The selection process Process and timeline for dealing with mismatches Additional opportunities While participation is not considered mandatory, prospective mentors are encouraged to attend. There is also a video available that introduces the mentorship program. Muskoka Mentorship Program Guide 14

54 WHO CAN APPLY? Mentors Of particular interest are seasoned individuals, ideally those who embrace lifelong learning and growth opportunities and who possess a strong desire to help others achieve personal and professional success. Mentees All permanent employees of the District and participating Area Municipalities are eligible to join the Muskoka Mentorship Program. Of particular interest are individuals, ideally those who embrace lifelong learning and growth opportunities and who wish to achieve personal and professional success through the partnership of a Mentor. MENTOR/MENTEE MATCHES The District Human Resources Department will review all Mentor and Mentee applications to the intake period each year. Every attempt will be made to find an ideal match to a Mentor s strengths and Mentee s needs. There may be instances where an ideal match cannot be made. In these situations, applications will remain on file for ongoing consideration and future matches. At any time, should a prospective Mentor or Mentee decide to be removed from the pool of candidates, they can do so by contacting the Human Resources Department at the District or the Area Municipality for which they work. DEALING WITH MISMATCHES Despite best efforts, occasionally matches do not work out. Matching Mentors and Mentees is not an exact science and individuals may find no personal or professional connection. In this instance, it s through no-fault of the Mentor or Mentee, and an easy dissolve of partnership can be made. Notification of the dissolution of a relationship needs to be communicated to the Human Resources Department. MID-YEAR REVIEW Halfway through the partnership, a mid-year review will be conducted, by way of an informal evaluation form. This review is solely intended to determine the progress of the relationship and to identify any pitfalls and viable solutions to them. Through feedback, this review ensures the program remains effective. CLOSURE Once the one-year anniversary date has been reached, a formal evaluation will be issued to both Mentor and Mentee to signal the end of the formal partnership. It does not mean that the relationship cannot continue either formally or informally. In fact, this is an ideal time for Mentors and Mentee s to continue learning long after their relationship ends. This is an excellent opportunity for Mentors and Mentee s to identify what worked best, recommend improvements and most importantly, share individual (or paired) success. Muskoka Mentorship Program Guide 15

55 Concluding the formal relationship, both Mentor and Mentee will receive an electronic certificate to acknowledge participation in the program. This certificate will also be retained in their employee file. PROGRAM SUPPORTS Throughout the year, the Human Resources Department will develop and release Conversation Guides on a bi-monthly basis, which are intended to enhance the Mentor/Mentee relationship. While not required, these are intended to assist in the facilitation of discussions between the Mentor and Mentee if needed. Scheduling and offerings will be made available corporately through and the intranet portal. Any questions or concerns regarding the program or process should be directed to Human Resources at human.resources@muskoka.on.ca with the words Mentorship Program in the subject line, or the Area Human Resources department for which the employee works. All the best on your mentorship journey as you share skills, make connections, and grow professionally and personally. Mentoring is a brain to pick, an ear to listen, and a push in the right direction. Muskoka Mentorship Program Guide 16